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The executive sponsor should be familiar with the account and help expand the customer mapping, engagement and relationship. Beyond creating a COE and rethinking executive sponsorship, it is time to bring back Marketing in a co-orchestrator role as account-based marketing (ABM) to help accelerate the strategic account management journey.
This shift requires broadening Marketings role beyond the customer buying journey to include insight generation and case studies and to create value creation for mutual growth and ROI. Integration challenges include aligning diverse internal processes and breaking silos between Marketing, Sales, and Account Management teams.
Monitoring Progress against KPIs Growth Planning: Do they proactively work with economic decision makers to co-create value-driven growth plans? Strategic Planning Account-specific growth strategy alignment with account goals Collaboration with economic decision makers on long-term objectives Responsiveness to shifts in accountstrategy 4.
However, it is less broadly recognised that, when the company operates in a complex business ecosystem, and when the sales process itself is complex, it is absolutely mandatory for Key Account Managers to be highly proficient in complex sales. The training module also covers how to build an AccountStrategy and the associated Action Plan.
While the goal of positioning products against the competition in ways that promote appropriate, effective usage by patients will always need to be part of any good accountstrategy, it must finally take its proper place as a cog in the larger machinery of strategic customer engagement.
While the goal of positioning products against the competition in ways that promote appropriate, effective usage by patients will always need to be part of any good accountstrategy, it must finally take its proper place as a cog in the larger machinery of strategic customer engagement.
While the goal of positioning products against the competition in ways that promote appropriate, effective usage by patients will always need to be part of any good accountstrategy, in a post COVID-19 age, it must finally take its proper place as a cog in the larger machinery of strategic customer engagement.
While the goal of positioning products against the competition in ways that promote appropriate, effective usage by patients will always need to be part of any good accountstrategy, in a post COVID-19 age, it must finally take its proper place as a cog in the larger machinery of strategic customer engagement.
In our more traditional groups, marketing, and sales work in locked steps but it seems that the shift to strategic account management is often missing marketing when time comes to establish its roadmap. These sponsors not only provide buy-in but also actively participate in the ABM strategy.
Stay informed on the account through an established strategic account process. Contribute to, and have accountability for, the account plan. Challenge accountstrategy and tactics. Participate in internal leadership and customer account meetings – and not only when “the house is on fire”. What’s next?
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